1. Employee Engagement Business Challenge, NOT HR Responsibility

2. What’s engagement & why should we care? The Four Enablers of Engagement Solving Engagement Challenges What Gets in the Way? Engage for Success - how to get involved >3>3 Today…

3. >3>3 Hazel Stewart Find me on Twitter: @hazestew Email: hazel@engageforsuccess.orghazel@engageforsuccess.org

4. WHAT IS ENGAGEMENT & WHY SHOULD WE BOTHER?

5. THE BIGGER PICTURE The context for WHY Employee Engagement is critical

6. What is Engagement? ‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’ Professor David Guest OR, IN OTHER WORDS……. ‘It’s all about the people!’

7. 7 It’s not…..

8. 8 It’s also not…..

9. 9 It’s not this either…

10. THE EVIDENCE FOR ENGAGEMENT

11. Employee Engagement: The Evidence CEOs call on UK to deliver GDP growth by better engaging employees at work. A high-level task force of some of the UK’s most recognisable organisations is calling for every leader and manager across the economy to play their part in tackling the UK’s employee engagement deficit. Analysis of the evidence shows that: Only around 1/3 of UK employees say they are actively engaged at work. 20 million workers are not delivering their full capability or realising their potential at work. 64% of people said they have more to offer in skills and talent than they are currently being asked to demonstrate at work. UK productivity was 20% lower than the rest of the G7 in 2011.

12. Employee Engagement: Statistics and Case Studies REVENUE GROWTH Organisations in the top quartile of engagement scores demonstrated revenue growth 2.5 times greater than those in the bottom quartile. CUSTOMER SATISFACTION Companies with top quartile engagement scores average 12% higher customer advocacy. PROFIT Companies with engagement scores in the top 25% had twice the annual net profit.

13. Employee Engagement: Statistics and Case Studies PRODUCTIVITY Organisations in the top quartile of employee engagement scores had 18% higher productivity. INNOVATION 59% of engaged employees said that their job brings out their most creative ideas. EMPLOYEE TURNOVER Companies with high levels of engagement show turnover rate 40% lower than companies with low levels of engagement.

14. Employee Engagement: Statistics and Case Studies HEALTH & SAFTY SAFETY Organisations with engagement in the bottom quartile average 62% more accidents than those in the top. EFFICIENCY An insurance company found that teams with higher engagement had 35% less down time between calls – equivalent to one ‘free of charge’ employee to every eight employees.

15. THE FOUR ENABLERS OF ENGAGEMENT

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17. Your task Share your challenges and barriers in the context of the four enablers Chose one & discuss with your partner

18. Engagement Challenges

19. What gets in the way? ‘Spare me another **** HR/comms,HQ initiative’ ‘We’re too busy for that!’ ‘We’re brilliant already! We don’t need to change’ ‘Don’t you know there’s a recession on?’ ‘I’ve not got time for the soft and fluffy stuff’ ‘That won’t work here’

20. What else gets in the way? Leader behaviours don’t model the values Too impatient – this needs time, application, relentless focus Micro-managing – it’s stifling and drains everyone’s energy People skills for the line – this is tough, they may need help Not sharing good practice – where it’s working, showcase and share Command and control – it’s easier! Survey & event based, transactional

21. Your company’s engagement journey, where are you? Source: Towers Watson - adapted from MacLeod D & Clarke N (2009) Engaging for Success: A Report to Government. Dept for Business, Innovation and Skills. LOW ENGAGEMENT HIGH ENGAGEMENT TRANSACTIONAL ENGAGEMENT 75% of organisations run Employee Engagement programmes. Engagement is associated with the survey and its follow-up action plans. In more capable organisations, these are well integrated with their business planning cycle and performance management tools, and with high level sponsorship from the top. Communications around engagement will relate primarily to survey results or action plans. TRANSACTIONAL ENGAGEMENT Estimated by the CIPD to be about 25% of organisations currently running Employee Engagement programmes. There is a focus on sustaining and growing engagement that is integral to the organisation’s culture. While the survey is a key measurement tool, it is not at the core of the engagement programme, and more will be made of techniques in the workplace to instil a culture of engagement permanently. TRANSFORMATIONAL ENGAGEMENT

22. Our engagement challenges What are our engagement challenges? Where are we? Transactional to transformational High engagement to low engagement Bringing it together What’s common? What’s surprising? Key themes What’s your challenge? 1 minute Don’t speak Get feedback 3 mins Move on

23. WHAT GETS IN THE WAY AND WHAT TO DO

24. What can YOU do? Easy ways to start building a better place to work: Say thank you! Be VISIBLE and accessible - open the office door, go and talk to people Accept that it’s more emotionally demanding Starting working on your own self awareness - none of us are perfect! Good leaders welcome challenge, they don’t close it down

25. What do people do who do this well? Transformational Engagement Treat people as individuals (customised rewards, simple acknowledgements, innovative L&D) A survey is just a measurement tool, don’t let leaders make it the be all and end all of engagement activity Engagement principles embedded everywhere Try crowdsourcing your strategy Cultural fit - don’t just put free fruit in the canteen, does that work for your environment? Keep it real… new skills - resilience for instance New research from Engage for Success later this year covering this - details coming soon!

26. 10/02/13 ENGAGE FOR SUCCESS 26

27. Movement structure Engage for Success is a movement committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work.

28. ENGAGE FOR SUCCESS RESOURCES www.engageforsuccess.org @engage4success on Twitter info@engageforsuccess.org 28